Examining the Relationship between Organizational Dissent and Aggressive Communication

Jeffrey W. Kassing · Theodore Ä. Avtgis

139 citations0/0 files storedManagement Communication Quarterly

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Job Satisfaction and Organizational Behavior Conflict Management and Negotiation Workplace Violence and Bullying

Abstract

The purpose of this study was to explore the degree to which individual differences, in general, and aggressive communication traits, in particular, influenced employees’dissent strategy selections. Employees completed self-report instruments describing their levels of verbal aggressiveness, argumentativeness, and how they chose to express dissent concerning organizational practices and policies. Results indicated that argumentativeness, verbal aggressiveness, and organizational position predicted articulated and latent dissent use. Results also indicated that individual differences did not predict the use of displaced dissent.

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References

1986Research in Organizational Behavior.1987Self-Efficacy: Implications for Organizational Behavior and Human Resource Management 1986Verbal aggressiveness: An interpersonal model and measure 1985Potential Predictors of Whistle-Blowing: A Prosocial Behavior Perspective 1988Personality and interpersonal communication 1982A Conceptualization and Measure of Argumentativeness 1997Articulating, antagonizing, and displacing: A model of employee dissent 1998Development and Validation of the Organizational Dissent Scale

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2013The Relationships between Co-Rumination, Social Support, Stress, and Burnout among Working Adults 2002Someone’s Going to Hear about This 2000Exploring the relationship between workplace freedom of speech, organizational identification, and employee dissent 2011Instructional Dissent in the College Classroom 2012Dissent Expression as an Indicator of Work Engagement and Intention to Leave 2002

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